AND SCOTTISH NATURAL HERITAGE.

AND SCOTTISH NATURAL HERITAGE www.snh.org.uk

Cover photo: Ben Lomond from the North end of Loch Lomond Lorne Gill/SNH

Shonaig Macpherson Chairman Andrew Thin Chairman

CONCORDAT BETWEEN THE NATIONAL TRUST FOR SCOTLAND www.nts.org.uk

AND SCOTTISH NATURAL HERITAGE 1 Introduction The National Trust for Scotland and Scottish Natural Heritage have a shared interest in the conservation, enjoyment and understanding of Scotland s natural heritage. This shared interest led, in 1999, to the signing of a concordat between the two organisations with the aim of strengthening the existing good relationship and identifying how the two organisations would work together to achieve common purposes. In the first six years of operation many of the original commitments were met, and many other developments in the shared interests in Scotland s natural heritage took place. The concordat forged closer links between the two organisations and has been seen as a model of good practice. This new Concordat reinforces the basis for this strong and successful relationship and provides a framework for working together in the coming years. It also makes reference to how this partnership is managed in operational terms and how experience gained can inform future actions. The National Trust for Scotland (the Trust) is a charitable body whose purposes are set out in the National Trust for Scotland Order Confirmation Acts of 1935 and 1938, which state that the National Trust for Scotland shall be established for the purposes of promoting the permanent preservation for the benefit of the nation of lands and buildings in Scotland of historic or national interest or natural beauty and access to and enjoyment of such buildings and places by the public. In pursuit of this, the Trust owns and manages buildings and land of national importance for their natural and cultural interest. The Trust owns and manages some 75,000 hectares of Scotland s finest landscapes, including 5 National Nature Reserves, a World Heritage Site and significant elements of Scotland s first two National Parks. Trust property management aims to protect key cultural, natural and landscape features of conservation importance, whilst encouraging public access and enjoyment of them. The Trust is able to declare land and buildings inalienable. Scottish Natural Heritage (SNH) is a statutory body established under the Natural Heritage (Scotland) Act 1991, as the Government s agency for natural heritage in Scotland, accountable through the Scottish Ministers to the Scottish Parliament. It promotes the care, improvement, understanding and enjoyment and sustainable use of Scotland s natural heritage its wildlife, habitats, landforms and landscape and its natural beauty and amenity, recognising the role that people have played in designing, shaping and managing these features. SNH works where possible in partnership by co-operation, negotiation and consensus with all relevant interests, and operates in a devolved, open and accountable manner. www.snh.org.uk

CONCORDAT BETWEEN THE NATIONAL TRUST FOR SCOTLAND 2 Aims It is the mutual aim of the Trust and SNH to: a. Conserve and, where appropriate, enhance the countryside of Scotland, its landscapes, biodiversity and greenspaces, recognising the role that people have often played in designing, shaping and managing it. b. Enable people to enjoy and have access to the natural heritage, and foster their understanding of it. c. Promote high standards of countryside management and ensure it is carried out in a sustainable manner in order to meet the aims above. SNH and the Trust will seek to achieve these aims through joint and co-ordinated actions:- Operational Activities Delivering the outputs from the Trust s Countryside Management Strategy and Operational Plan and in particular the agreed Key Performance Indicators (KPIs). Jointly developing site-specific management objectives for Trust properties which reflect the key aims, statutory duties and appropriate international responsibilities, and promoting best practice in property management and conservation. Sharing information and understanding gained from research and monitoring, experience and good practice. Partnership Working Developing closer partnership activity with other statutory and voluntary bodies, such as Historic Scotland, Forestry Commission Scotland, the National Parks Authorities and Scottish Environmental LINK and its member bodies, in relation to areas of mutual interest. Using and acknowledging the role of volunteers and working, where relevant, within the spirit of the Scottish Government s Compact with the Voluntary Sector. Training and Development Enhancing ability to meet objectives by building on investments in staff, infrastructure and information technology. Sharing good practice in the management and conservation of the natural heritage. Business Management and Finance Regularly reviewing the joint strategic agenda of the partners and the content, operation and effectiveness of this concordat and the activities within it. There will be a full review of this concordat during its sixth year of operation, by February 2011. Developing agreed programmes of works detailed in the Trust s Countryside Management Strategy 1, Operational Plan and associated Ranger work plans and Property Management Statements. Managing performance by developing Key Performance Indicators (KPIs) and setting standards for work, which will bring together the resources of both organisations in the most effective ways. The KPIs will be expressed in the Framework Agreement Grant. Within the terms set out in the Framework Agreement Grant, the use of funds from SNH will be determined by, the Trust providing that this use is directly related to the agreed priorities, KPIs and standards. 1 Italics see Glossary for details of these documents and their purpose. www.nts.org.uk

AND SCOTTISH NATURAL HERITAGE 3 Delivering the Concordat In order to facilitate the process of mutual action SNH will assign a member of staff to act as National Liaison Officer having an overview of joint activity and areas of mutual interest and being the first point of contact at the national level. In addition the Trust will have a key contact for communication, negotiation and management of the Concordat aspirations. The Trust and SNH will maintain a Joint Liaison Group to manage this Concordat and the supporting Framework Agreement Grant. Additional liaison will be held as appropriate at local and national levels. Annex 1 outlines specific joint roles and commitments between the Trust and SNH. Agreed Business Framework Below is an illustration of the Agreed Business Framework showing how the relationship between SNH and the Trust should be managed. The Concordat Liaison Group is the main vehicle for overseeing progress on the plans laid out in the Operational Plans, Property Management Plans and Ranger Work Plans. Local input to progress reporting comes from Area level within SNH and the technical details of the relationship are specified in the Grant Framework Agreement. Scottish Natural Heritage Framework Agreement Grant National Trust for Scotland Concordat and Concordat Liaison Group Trust Countryside Management Strategy and Operational Plan 2008 2011 Area Progress Reporting Trust Property Management Statement Trust North & South Group Progress Reports NTS Ranger Work Plan www.snh.org.uk

CONCORDAT BETWEEN THE NATIONAL TRUST FOR SCOTLAND 4 Undertakings National Trust For Scotland In entering this concordat and in undertaking work the Trust will use its best endeavours as follows: Conservation Management Trust Properties To make use of countryside properties to demonstrate best practice in Countryside Management. This seeks to conserve and enhance natural and cultural heritage features in the countryside for the enjoyment and appreciation of visitors. It includes the delivery of practical management for habitats, species, wild land and cultural sites, and the provision of visitor facilities and support services, including environmental education and interpretation. To undertake to manage all land designated for its nature and landscape conservation interest in consultation with SNH and to seek to ensure that all SSSI special features are maintained in or, where appropriate, restored to a favourable condition and that all Natura and Ramsar sites are maintained or, where appropriate, restored to meet international obligations. To develop, implement and review property statements for all its countryside properties including, where possible, adjoining marine areas, in consultation with SNH. To implement and contribute to Scottish Biodiversity Strategy actions, where it has an identified role, and to identify habitats and species action opportunities which contribute to the Species Action Framework and other national or international programmes, or through which public enjoyment and understanding of the natural heritage is promoted. To promote the role that Trust property within and in close proximity to large settlements can play to further Greenspace objectives. To develop and undertake systematic recording and monitoring programmes, integrated with those of SNH in relation to designated sites and to ensure appropriate information exchange. Countryside Management Service To make best use of staff within Central Office, Groups and the properties, working in tandem with volunteers and contractors, to provide an effective countryside management service, including delivery of environmental education activity. To develop and review property statements in such a way as to provide a strategic framework for countryside management service activity at the property level. The Public To provide a welcome to the public visiting countryside properties through well managed access and informal recreation facilities, and the provision of good information and interpretation. To promote countryside issues with the Trust membership and seek increased levels of support and participation from the public. To build countryside issues into interpretation and educational programmes and to contribute to relevant lifelong learning initiatives. www.nts.org.uk

AND SCOTTISH NATURAL HERITAGE To use its commercial and retail outlets to provide visitors with relevant materials to enhance their understanding and enjoyment of properties during their visit. Policy To ensure public access to, and facilitate enjoyment of all countryside properties. This will include working within, and promoting, the access legislation of the Land Reform Act and following the Unna Principles/Wild Land Policy. Within any constraints imposed by the terms of acquisition, to promote the integration of programmes of conservation of the built, cultural and natural heritage, respecting that any of these may impact on the others. Partnership Working Trust Properties To further develop the involvement of local communities and interests in management of the properties through consultation and active participation, and to extend this work to the Conservation Agreements. To work jointly with SNH and relevant Local Authorities to manage certain properties as Country Parks. To work jointly with SNH to ensure the Trust s NNRs contribute to the new purposes of the suite of NNRs. To work with the National Park Authorities and Historic Scotland to ensure that maximum synergy is achieved, and best practice is promoted in managing natural and cultural heritage interests. To co-ordinate the Countryside Management Service effort, particularly at the property/ranger service level, whenever possible with other public or private sector services, access initiatives, environmental education or other relevant projects. To work with SNH and others to develop and adopt policies which contribute to the care and promotion of the sustainable management of Scotland s natural heritage, in particular its landscapes. To work with relevant local and national interest groups and communities in developing specific policies. To develop working practices that take account of wider environmental interests. Training and Development To ensure all staff within the Countryside Management Service develop competence in all their work through performance review and personal development targets. Business Management and Finance To provide a Countryside Management Strategy and Operational Plan. This will be a summative document, based on sectoral strategies (such as nature conservation, education, policy) and property statements. Each Plan will be of 3 years duration and will provide the basis for monitoring and an annual report. To agree with SNH, 3 year National Countryside Management Operational Plans and associated key performance targets/measures encompassing all planned activity under a single grant (but with the possibility of additional grant for unexpected or one-off major events, such as property acquisition or construction of a new Visitor Centre) and regularly report thereon. These activities will include ranger services, species and habitat action, conservation of designed, historic and www.snh.org.uk

CONCORDAT BETWEEN THE NATIONAL TRUST FOR SCOTLAND other landscapes, environmental education and interpretation, upland path work and other property management as agreed. To consult and agree with SNH the basis on which SNH grant may be applied as match funding towards individual applications for project funding from other sources. To maintain proper and auditable financial records in relation to all activities supported financially by SNH and to certify income and expenditure thereon. To operate procurement procedures which should allow fair competition, provide for best value tendering (unless extreme operational urgency prevents this) and achieves value for money in terms of quality (fitness for purpose) and delivery against price. To acknowledge all SNH financial and other support in relevant publications, public relations, events and permanent structures. Scottish Natural Heritage In entering this concordat, and in undertaking work under the headings below, SNH will use its best endeavours as follows: Conservation Management To provide advice and support in relation to the mutual aims and, in particular, on the management of designated areas, landscape and wild land, responsible access and the provision of environmental education. To make available the results of research and survey undertaken on or relevant to Trust properties and to provide advice and assistance to the Trust in connection with its own survey programme. To make available Site Management Statements for all SSSIs on Trust properties and to assist with the preparation of Trust property statements or other management plans for these properties. In developing and implementing a programme for the monitoring of condition of SSSI and associated features in accordance with UK common standards, to consult and agree with the Trust the setting of conservation objectives, condition targets and a programme for their monitoring, in relation to sites owned by the Trust or in which it has an interest. To make available to the Trust the results of monitoring work carried out under this or any other programme on sites in which the Trust has an interest. Partnership Working The policy for National Nature Reserves in Scotland sets out the attributes and purposes required for a site to be awarded the accolade of National Nature Reserve. Approved Bodies can hold and manage NNRs, and the Trust is the Approved Body for several properties that SNH have approved as fitting the NNR policy - St Abbs Head, Staffa, St Kilda, Ben Lawers and Corrieshalloch Gorge. This concordat confirms the basis on which SNH recognises the Trust as an Approved Body for named NNRs. SNH and the Trust will agree a Memorandum of Understanding for each NNR. SNH will work with the Trust: To ensure that Trust NNRs are managed in accordance with the NNR Policy. To explore the scope for other Trust properties, or parts of properties, to become Approved Body NNRs. www.nts.org.uk

AND SCOTTISH NATURAL HERITAGE To raise the profile of the NNR as an accolade by using the NNR brand logo on appropriate promotional publications, environmental education materials, signs and web pages. To develop and adopt policies which contribute to and promote sustainable management of the natural heritage. Together with Historic Scotland, to promote better understanding of the inter-relationships between the historic and natural aspects of the Scottish Environment, and to recognise this relationship in its management. Business Management and Finance In recognition of the contribution the Trust makes to SNH s objectives, SNH will continue to provide support to deliver the key undertakings in this concordat. SNH funding will be administered with the aim of simplification, ensuring consistency across both organisations and allowing flexibility while retaining appropriate safeguards and accountability. SNH will, as part of its strategic approach to External Funding: Work, where possible, with the Trust to secure support from funders for Trust projects in line with SNH corporate objectives and priorities given to them in order to maximise the natural heritage benefit achieved from any SNH financial support. Seek, when appropriate, to advise national funding bodies of Trust views on funding issues. Seek to avoid displacement of funding available to natural heritage projects through its own activity. Encourage and maintain close liaison between staff in both organisations with funding responsibilities. 5 Exit Strategy This concordat may be terminated at any time by either party by giving twelve months notice in writing, without prejudice to any extant funding agreements at the time of termination. Scottish Natural Heritage October 2008 The National Trust For Scotland www.snh.org.uk

CONCORDAT BETWEEN THE NATIONAL TRUST FOR SCOTLAND Annex 1 Liaison and roles National level Chairmen/Chief Executives plus senior personnel to hold informal meeting annually Concordat Liaison Group To meet quarterly to agree targets, monitor progress and agree annual reports in relation to the undertakings contained herein and any agreed funding thereof. Locally SNH Area staff to meet with local Trust staff twice yearly to review the implementation of Ranger Work Plans and the operation of the Countryside Management services and facilitate the process of setting, agreeing and monitoring the Key Performance Indicators. 10 www.nts.org.uk

AND SCOTTISH NATURAL HERITAGE Annexe 2 Glossary Roles and Responsibilities Lead Director - Director from SNH who authorises claims from the Trust Lead contacts - the local nominated area contacts from SNH who work together with the Trust at the local level. They have the role of confirming satisfactory progress against Ranger Work Plans and Property Management Plans to enable authorisation of grant claims. Nominated Officers One from each organisation to manage the administrative detail of the framework agreement grant and ensure that systems and procedures are working effectively. Although most individual case work will be dealt with at the local level by the lead contacts, nominated officers will become involved to resolve any outstanding issues. National Liaison Officer Representative from SNH to be the main contact point for discussions with the Trust and to oversee the process. Concordat Liaison Group Group of representatives from both organisations who meet regularly throughout the year to discuss the working relationship between the two organisations and the framework agreement grant and to review progress against KPIs. Glossary of terms used in the relationship between Scottish Natural Heritage and the National Trust for Scotland Countryside Management Strategy - the Trust s strategy detailing the aspect of their work which aligns with SNH s work. Operational Plan - the details of the work required to achieve the objectives in the Countryside Management Strategy. Property Management Plan - contains further details on the property management objectives from the operational plan. Ranger Work Plan - contains further details on the objectives for Trust rangers from the operational plan. Key Performance Indicators (KPIs) - targets selected from the Trust s Countryside Management Strategy and Operational Plan. A proportion of the grant to the Trust is dependent on the Trust meeting these targets. Area Quarterly Reporting Lead contacts advise the nominated officer on progress at the local level prior to each concordat liaison meeting. Grant Framework Agreement the grant offer, conditions and technical detail connected with it. Project List the list of projects which the Trust plan to carry out during the period of the framework agreement grant and which underpin the objectives of the Countryside Management Strategy. SNH aims to contribute through the Framework Agreement grant to all those projects it considers of medium or high priority. www.snh.org.uk 11